National Advisory Council Meeting | September 2014

FEMA Strategic Plan 2014-2018

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• The Strategic Plan reflects key outcomes that FEMA isworking to achieve to provide the best possible supportfor the American people before, during, and afterdisasters.

• It sets forth the objectives and strategies the Agency istaking on to advance these outcomes and also establishesperformance goals to measure our progress.

• This Strategic Plan was developed through theinvolvement of hundreds of external stakeholders andFEMA employees who contributed to generating Plancontent, and who are now working with us to execute thePlan.

Overview of FEMA’s 2014-2018 Strategic Plan

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Overview of the Strategic Plan development process

Priority Champions

& Teams

CLEAN SLATE

PROJECT

Content Development & Collaboration

Internal & External Stakeholder Feedback (throughout the process)

RD

eview & ecision Making

Senior Leadership

Offsite

Draft Strategic Objectives

and Strategies

Writing & Review

Writing Team

Accountability Established and Execution Begun

Accountable Executives

Named

Plan Release

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Structure of the 2014-2018 FEMA Strategic Plan

Accountable

Executives

(23)

Performance

Goals

(16)

Key Outcomes

(16)

strategy strategy strategy strategy Strategies (45)

objective objective objective objective Objectives (16)

strategic

priority

strategic

priority

strategic

priority strategic

priority Strategic Priorities (5)

Strategic Imperatives (2)

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1. A Whole Community

Approach to Emergency

Management

Disaster resilience requires all

aspects of a community—not just

the government—to effectively

prepare for, respond to, recover

from, and mitigate disasters.

• Plan with rather than for

communities to meet actual needs.

• Engage and empower all parts of

the community.

• Strengthen what works well in

communities on a daily basis.

Two strategic imperatives shape FEMA’s approach to

executing its mission and achieving its strategic objectives

2. Foster Innovation & Learning

Advance a culture that fosters

innovation and learning, both

within FEMA and across the

broader emergency

management community.

• Develop and improve

organizational capacity.

• Encourage new ideas, learn from

past experience, and quickly adapt

to changing conditions.

5 Strategic Priorities

Invest in FEMA’s workforce; work smarter

through data analytics; streamline

business processes; and align strategy,

budget, execution, and performance.

Strengthen FEMA’s

Organizational Foundation

PRIORITY 5

Exert greater influence nationally to

catalyze risk-informed action at all levels

of society. Enable Disaster Risk

Reduction Nationally

PRIORITY 4

Lead the effort to prepare the Nation for a

catastrophic event, engaging the whole

community to harness and enhance the

capabilities of citizens and communities.

Posture & Build Capability for

Catastrophic Disasters

PRIORITY 3

Build FEMA’s capacity to respond rapidly

and to appropriately sustain incident

operations. Become an Expeditionary

Organization

PRIORITY 2

Maximize speed, efficiency, accessibility,

and ease of use of FEMA’s programs and

services for individuals and communities. Be Survivor-Centric in Mission

& Program Delivery

PRIORITY 1

5 STRATEGIC PRIORITIES

PRIORITY 1: Be Survivor-Centric in Mission and Program Delivery • Disaster services are transparent, efficient, and effective in meeting the needs of survivors.• Local leaders and tribal officials are better prepared and positioned for effective recovery and mitigation.• Individuals and communities know the steps to take, have the tools required, and take appropriate actions before,

during, and after disasters.

PRIORITY 2: Become an Expeditionary Organization • Unified and coordinated Federal response and recovery operations successfully support and complement state,

local, tribal, and territorial incident operations. • FEMA’s incident workforce is appropriately staffed and managed to rapidly mobilize, efficiently deploy, and effectively

engage in multiple sustained operations in the response, recovery, and mitigation mission areas. • Incident operations are efficient, timely, and predictable.

PRIORITY 3: Posture and Build Capability for Catastrophic Disasters • Capability gaps are identified and addressed in National Preparedness System planning, training, and exercises.• Partnerships, tools, and resources are in place to support national-scale response and recovery operations for

catastrophic disasters.• Survivors, bystanders, and grassroots organizations are better prepared and positioned to take immediate

independent response actions in catastrophic events.

PRIORITY 4: Enable Disaster Risk Reduction Nationally • The whole community uses the best-available data and analytic tools to make better risk-informed decisions before,

during, and after disasters. • Whole community partners make resilient investments in development and rebuilding.• Congressionally mandated reforms are implemented to advance flood insurance affordability, financial stability of the

National Flood Insurance Program, and reduction of the risks and consequences of flooding nationwide.

PRIORITY 5: Strengthen FEMA’s Organizational Foundation • FEMA has a qualified, effective, and engaged workforce recognized for its excellence.• Integrated analytics capabilities support effective and efficient operations and greater consistency and

transparency in decision-making.• FEMA’s strategy, resources, and performance outcomes align to maximize mission impact.• Business processes are transparent and produce consistent, high-quality results.

5 STRATEGIC PRIORITIES 16 KEY OUTCOMES

5 STRATEGIC PRIORITIES 16 STRATEGIC OBJECTIVES PRIORITY 1: Be Survivor-Centric in Mission and Program Delivery Objective 1.1: Streamline and simplify disaster services for individuals and communities Objective 1.2: Provide support to local leaders and tribal officials to strengthen recovery and mitigation core capabilities Objective 1.3: Increase disaster awareness and action by improving communication

PRIORITY 2: Become an Expeditionary Organization

Objective 2.1: Improve alignment of FEMA incident operations with the needs of state, local, tribal, and territorial partners

Objective 2.2: Improve the individual and collective readiness and capabilities of FEMA’s workforce Objective 2.3: Optimize the assignment of assets in support of incident operations

PRIORITY 3: Posture and Build Capability for Catastrophic Disasters Objective 3.1: Strengthen capabilities with the greatest potential to change outcomes on the ground in catastrophic

disasters Objective 3.2: Operationalize resource-sharing opportunities for catastrophic disasters Objective 3.3: Lead the emergency management community in recognizing and supporting the immediate,

independent actions of survivors, bystanders, and grassroots organizations in catastrophic events

PRIORITY 4: Enable Disaster Risk Reduction Nationally Objective 4.1: Provide credible and actionable data and tools to support risk-informed decision-making Objective 4.2: Incentivize and facilitate investments to manage current and future risk Objective 4.3: Enhance the effectiveness, financial stability, and affordability of the National Flood Insurance Program

PRIORITY 5: Strengthen FEMA’s Organizational Foundation Objective 5.1: Build, manage, and strengthen the FEMA workforce Objective 5.2: Work smarter through data analytics Objective 5.3: Strengthen the linkages among strategy, budget, execution, and performance through a

comprehensive resource management system Objective 5.4: Streamline and strengthen FEMA’s business processes and systems

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The StThe Strategic rategic Plan Plan willwill facilifacilitatetate stakstakeholeholders’ders’ ‘l‘linine e of of sighsight’t’ from from

their their partners’partners’ work twork to o the the Agency’Agency’s s strategic strategic didirectionrection and mand missioissionn

Strategic Priority 1 Be survivor-centric in mission and program delivery.

Key Outcome Disaster services are transparent, efficient, and effective

in meeting the needs of survivors.

Objective 1.1 Streamline and simplify disaster services for individuals

and communities.

Engage with whole community partners to optimize

Strategy 1.1.2 existing local resources and reduce administrative

impacts on survivors.

Current activity by FEMA employees

FEMA Individual Assistance and Public Assistance staff

are meeting with whole community partners to improve

referral processes, increase information sharing, and

reduce overall duplication of effort by survivors.

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Outcomes and performance goals will facilitate accountability and

evaluation of progress in Strategic Plan execution

• Key outcomes define the success state for eachobjective

• Each objective includes a performance goal – ameasurable target for the 2014-2018 period thatrepresents meaningful progress toward achievingthe key outcome.

• The performance goals are aspirational; some willinform future iterations of FEMA’s GovernmentPerformance and Results Act measures – a few inFY15 and the vast majority in FY16 and beyond

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Agency leadership is committed to Strategic Plan execution

• The Plan will not sit on a shelf – going forward, the Administrator iscommitted to basing FEMA’s resource decisions on achieving the outcomes stated in the Strategic Plan.

• The Administrator has assigned accountable executives for all 16objectives; they are developing and implementing plans executing the objectives.

• The objectives will be incorporated into Senior Executive Serviceindividual performance plans.

• The performance goals will provide evidence to support evaluation ofFEMA’s success in achieving our objectives and strategic priorities.

• We will be successful only if we build, sustain, and draw upon thecapabilities of the whole community.

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The NAC can support execution of the Plan by providing external stakeholder guidance as FEMA implements specific objectives. Potential objectives/strategies for focus include:

Priority 1 – Be Survivor-Centric in Mission and Program Delivery • Objective 1.1: Streamline and simplify disaster services for individuals and

communitieso Strategy 1.1.2: Engage with whole community partners to optimize existing local resources

and reduce administrative impacts on survivors.• Objective 1.2: Provide support to local leaders and tribal officials to strengthen

recovery and mitigation core capabilities.• Objective 1.3: Increase disaster awareness and action by improving communication

o Strategy 1.3.2: Work with whole community partners (including survivors) andcommunications experts to develop, refine, and disseminate accessible and actionablemessages directed toward survivors before, during, and after disasters.

Priority 3 – Posture and Build Capability for Catastrophic Disasters • Objective 3.2: Operationalize resource-sharing opportunities for catastrophic disasters• Objective 3.3: Lead the emergency management community in recognizing and

supporting the immediate, independent actions of survivors, bystanders, andgrassroots organizations in catastrophic events

The National Advisory Council can support execution of the Strategic Plan (1 of 2)

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The NAC can support execution of the Plan by providing external stakeholder guidance as FEMA implements specific objectives. Potential objectives/strategies for focus include:

Priority 4 – Enable Disaster Risk Reduction Nationally • Objective 4.1: Provide credible and actionable data and tools to support risk-informed

decision-makingo Strategy 4.1.2: Build a baseline risk and threat exposure model with indicators to measure

national performance in risk reduction.o Strategy 4.1.3: Lead the development of a distributed, national all-hazard risk information

and collaboration portal.• Objective 4.2: Incentivize and facilitate investments to manage current and future risk

o Strategy 4.2.1: Align the 404 and 406 mitigation programs to assist communities in managingcurrent and future risk.

o Strategy 4.2.3: Reshape funding agreements with states, tribal governments, and localities toexpand cost-sharing and deductibles.

Priority 5 – Strengthen FEMA’s Organizational Foundation • Objective 5.2: Work smarter through data analytics

o Strategy 5.2.3: Connect citizens and employees with the information they need and increasethe transparency and accessibility of data.

The National Advisory Council can support execution of the Strategic Plan (2 of 2)

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Further Information

FEMA Strategic Plan Internet Page Click here to access the 2014–2018 FEMA Strategic

Plan internet page.

Contact Us FEMA Office of Policy and Program Analysis

strategic-planning@fema.dhs.gov

FEMA Strategic Plan 2014-2018